Page 157 - UniZulu Annual Report 2020

The resultant risk register, in terms of the Strategic Plan 2016-2021, is enclosed in Table 63. The Risk Register dashboard can be accessed through a login on the PowerHEDA platform.
Table 62: Overview of Risk Register (without Existing Controls and Control Improvements)
REF NUM.
STRATEGIC GOALS
RISK DESCRIPTION
INHERENT RISK RANKING RATING
RESIDUAL RISK RATING
RISK OWNER
1
Linked to all objectives
Inadequate ICT governance structure, infrastructure and related processes
25
10
DVC Institutional Support
2
Linked to goals 2, 3 &6
Inadequate infrastructure development and maintenance
25
10
Executive Director Infrastructure
3
Linked to all goals
Fraud and corruption
25
13
ED Finance
4
Linked to all goals
Ineffective university security
25
13
DVC Institutional Support
5
Linked to all objectives
Coronavirus Disease: Impact of the pandemic on UNIZULU operations
25
13
Executive Director Infrastructure
6
Linked to all objectives
Organisational health and safety compliance
25
20
ED Institutional Planning
7
Linked to goals 2, 3, 4 & 5
Uneven research output per capita
20
10
Deputy Vice-Chancellor (Research and Innovation)
8
Linked to all goals
Financial sustainability
15
6
ED Finance
9
Linked to all objectives
Student throughput and graduation rates
15
8
DVC Teaching and Learning
10
Linked to all goals
Inadequate branding of UNIZULU and engagement with key stakeholders
12
8
DVC Institutional Support
CONCLUSION
The University’s risk management system is designed to reduce the probability that the assumed risks materialise and to improve the University’s ability to manage or contain the risk events should they occur. Council is satisfied with the risk assessment conducted during the year under review and the updated Risk Register.
Ms S.J. Masite ARCC Chairperson
155 UNIVERSITY OF ZULULAND ANNUAL REPORT 2020